MGT-351

Human Resource Management

LS 5
Chapter-7

Interviewing Candidates

1–
1
Interview: An interview is a procedure designed to obtain
information from a person through oral responses to oral
inquiries.
Type of interview:
Performance appraisal interviews: assessing performance
through interview and providing feedback to employees to
motivate, correct, and continue their performance.
Exit interviews: An interview conducted with an individual who
is separating from an organization, to find out their reason
to leave, and to become a better in future.
Selection interview is a selection procedure designed to
predict future job performance based on applicants oral
responses to oral inquiries.
We can classify selection interviews according to
1. How structured they are
2. Their content the types of questions they contain
3. How the firm administers the interviews
© 2008 Prentice Hall, Inc. All rights reserved. 7–2
 Interview Formats
Interview Formats

Unstructured or Structured
or
Nondirective Interview Directive Interview

unstructured (or nondirective) interview

An unstructured conversational-style interview structured (or directive) interview
in which the interviewer pursues points An interview following a set sequence
of interest as they come up in response to
questions. of questions.

7–3
FIGURE 7–1
Officer
Programs
Applicant
Interview
Form

Source: Adapted from

http://www.uscg.mil/jobs/dc/DCPr
ograms/OProgramForms/PDFS/D
CA/Interview%20CG-5527.pdf.
Accessed May 9, 2007.
7–4
FIGURE 7–1
Officer
Programs
Applicant
Interview
Form
(cont’d)

Source: Adapted from

http://www.uscg.mil/jobs/dc/DCPr
ograms/OProgramForms/PDFS/D
CA/Interview%20CG-5527.pdf.
Accessed May 9, 2007.
7–5
Interview Content: what type of question to ask
Types of Questions

Situational Behavioral Job-Related

Interview Interview Interview
Stress Interview

A series of A series of An interview in

A series of which the
job-related job-related
job-related applicant is made
questions questions uncomfortable by
questions
that focus on that focus a series of often
that focus on rude questions.
how the on actual
how the This technique
candidate response of helps identify
candidate
would candidate hypersensitive
reacted to applicants and
behave in a in previous
actual those with low
given job related or high stress
situations in
situation. scenario. tolerance.
the past.
7–6
Administering the Interview: How to administer?
Unstructured sequential interview:
An interview in which each interviewer forms an independent opinion
after asking different questions.
Structured sequential interview:
An interview in which the applicant is interviewed sequentially by several
persons; each rates the applicant on a standard form.
Panel interview
An interview in which a group of interviewers questions the applicant.
Mass interview
A panel interviews several candidates simultaneously.
Phone & Video Interview:
Interview conducted usually between different geographic location using
online video conferencing application.
Computerized selection interview
which a job candidate s oral and/or computerized replies are obtained in
response to computerized oral, visual, or written questions and/or
situations

© 2008 Prentice Hall, Inc. All rights reserved. 7–7

Three Ways to Make the Interview Useful
USE STRUCTURED SITUATIONAL INTERVIEWS: First, structure the
interview. Structured interviews (particularly structured interviews using
situational questions) are more valid than unstructured interviews for
predicting job performance

CAREFULLY SELECT TRAITS TO ASSESS: Interviews are better for

revealing some traits than others. A typical study illustrates this.
Interviewers were able to size up the interviewee s extraversion and
agreeableness. Interviewers were able to size up the interviewee s
extraversion and agreeableness.

BEWARE OF COMMITTING INTERVIEWING ERRORS: Understand

and avoid the various errors that can undermine any interviews
usefulness. Discussed in detail in next slide

© 2008 Prentice Hall, Inc. All rights reserved. 7–8

 What Can Undermine An Interview’s Usefulness?
1. First Impressions (Snap Judgments):
Interviewers tend to jump to conclusions make snap judgments about candidates
during the first few minutes of the interview, or even before it began, based on gpa/
resume.
Unfavorable information rules the decision, rather than favorable.
One researcher estimates that in 85% cases, interviewers had made up their minds before the
interview even began, based on first impressions the interviewers gleaned from candidates
applications, personal appearance.
2. Interviewer’s Misunderstanding of the Job/ not clarifying what job
requires:
Interviewers who don t have an accurate picture of what the job entails and what
sort of candidate is best suited for it, usually make their decisions based on
incorrect impressions or stereotypes of what a good applicant is.
Interviewer who knows the explicit job description, are more likely to choose similar
candidates, matching the exact skills required on job
3. Candidate-Order (Contrast) Error and Pressure to Hire:
means that the order in which you see applicants affects how you rate them.
When interviewer faces several unfavorable candidates, and then faces one who is just
average, they tend to rate the average guy highly.
Pressure to hire reflects, if interviewers are told, they have a talent gap, and are behind
schedule, they tend to overrate the candidates, and when they are not in rush to hire, they
tend to underrate candidates.
 What Can Undermine An Interview’s Usefulness? Cont.
4. Nonverbal Behavior and Impression Management:
The applicant’s nonverbal behavior (smiling, avoiding your gaze, and so on) can
also have a surprisingly large impact on his or her rating. Looking energetic,
making eye contact is statistically proven to leave positive vibe on interviewers.
IMPRESSION MANAGEMENT Clever candidates capitalize on that fact. One study found that some used ingratiation to persuade
interviewers to like them. For instance, the candidates praised the interviewers or appeared to agree with their opinions.

5. Effect of Personal Characteristics:

Attractiveness, Gender, Race Unfortunately, physical attributes such as
applicants attractiveness, gender, disability, or race may also distort their
assessments.
EMPLOYMENT DISCRIMINATION TESTERS are individuals who apply for
employment which they do not intend to accept, for the sole purpose of
uncovering unlawful discriminatory hiring practices
6. Interviewer Behavior
Finally, the interviewer s behavior also affects the interviewee’s performance
and rating.
Consider some examples. Some interviewers inadvertently telegraph the expected
answers, as in:
This job calls for handling a lot of stress.You can do that, can t you? OR
Even subtle cues (like a smile or nod) can telegraph the desired answer.
Designing and Conducting An Effective
Interview:
• The Structured Situational Interview: series of job-relevant questions
with predetermined answers that interviewers ask of all applicants for
the job.
 Use either situational questions or behavioral questions
that yield high criteria-related validities.
Step 1: Job Analysis
Step 2: Rate the Job’s Main Duties
Step 3: Create Interview Questions
Step 4: Create Benchmark Answers
Step 5: Appoint the Interview Panel and
Conduct Interviews
7–11
How to Conduct a More Effective Interview
STEP 1: FIRST, MAKE SURE YOU KNOW THE JOB Do not start the interview
unless you understand the job and what human skills you re looking for.
STEP 2: STRUCTURE THE INTERVIEW Any structuring is better than none.
* Base questions on actual job duties. This will minimize irrelevant questions.
* Use job knowledge, situational, or behavioral questions, and know enough about the
job to be able to evaluate the interviewee s answers.
* Use the same questions with all candidates.
STEP 3: GET ORGANIZED Hold the interview in a private room where telephone
calls are not accepted and you can minimize interruptions
STEP 4: ESTABLISH RAPPORT The main reason for the interview is to find out
about the applicant. To do this, start by putting the person at ease.
STEP 5: ASK QUESTIONS Try to follow the situational, behavioral, and job
knowledge questions you wrote out ahead of time.
STEP 6: TAKE BRIEF, UNOBTRUSIVE NOTES DURING THE INTERVIEW
Doing so may help avoid making a snap decision early in the interview, and may also
help jog your memory once the interview is complete.
STEP 7: CLOSE THE INTERVIEW Leave time to answer any questions the
candidate may have and, if appropriate, to advocate your firm to the candidate.
STEP 8: REVIEW THE INTERVIEW After the candidate leaves, review your
interview notes, score the interview guide answers (if you used one), and make a
decision.a
FIGURE 7–2 Examples of Questions That Provide Structure

Situational Questions
1. Suppose a co-worker was not following standard work procedures. The co-worker was
more experienced than you and claimed the new procedure was better. Would you use the
new procedure?
2. Suppose you were giving a sales presentation and a difficult technical question arose that
you could not answer. What would you do?
Past Behavior Questions
3. Based on your past work experience, what is the most significant action you have ever
taken to help out a co-worker?
4. Can you provide an example of a specific instance where you developed a sales
presentation that was highly effective?
Background Questions
5. What work experiences, training, or other qualifications do you have for working in a
teamwork environment?
6. What experience have you had with direct point-of-purchase sales?
Job Knowledge Questions
7. What steps would you follow to conduct a brainstorming session with a group of employees
on safety?
8. What factors should you consider when developing a television advertising campaign?
Note: These questions provide structure, insofar as they are job-related and the employer can be consistent in asking them of all candidates.
Source: Michael Campion, David Plmer, and James Campion, “A Review of Structure in the Selection Interview,” Personnel Psychology (1997), p. 668.
7–13
Reprinted by permission ofWiley–Blackwell.
FIGURE 7–3 Suggested Supplementary Questions for Interviewing Applicants

1. How did you choose this line of work?

2. What did you enjoy most about your last job?
3. What did you like least about your last job?
4. What has been your greatest frustration or disappointment on your present job? Why?
5. What are some of the pluses and minuses of your last job?
6. What were the circumstances surrounding your leaving your last job?
7. Did you give notice?
8. Why should we be hiring you?
9. What do you expect from this employer?
10. What are three things you will not do in your next job?
11. What would your last supervisor say your three weaknesses are?
12. What are your major strengths?
13. How can your supervisor best help you obtain your goals?
14. How did your supervisor rate your job performance?
15. In what ways would you change your last supervisor?
16. What are your career goals during the next 1–3 years? 5–10 years?
17. How will working for this company help you reach those goals?
18. What did you do the last time you received instructions with which you disagreed?
19. What are some things about which you and your supervisor disagreed? What did you do?
20. Which do you prefer, working alone or working with groups?
21. What motivated you to do better at your last job?
22. Do you consider your progress in that job representative of your ability? Why?
23. Do you have any questions about the duties of the job for which you have applied?
24. Can you perform the essential functions of the job for which you have applied?
Source: Reprinted from www.HR.BLR.com with permission of the publisher Business and Legal Reports, Inc. 141 Mill Rock Road East, Old Saybrook, CT © 2004.
7–14
FIGURE 7–4
Interview
Evaluation
Form

Source: Reprinted from www.HR.BLR.com

with permission of the publisher Business
and Legal Reports Inc. 141 Mill Rock Road
East, Old Saybrook, CT © 2004.
7–15